The limits of luck in the UK market

The UK casino sector is often described as saturated, expensive to operate in, and dominated by long-standing brands. Some operators still enter the market hoping for a breakout campaign or a viral sponsorship to do the heavy lifting. Pinho says that may spark awareness, but is unlikely to sustain growth.

“A lot of people wrote off entry into the UK. They thought it was a stagnant market, only for the big hitters.” In Pinho’s view, their trajectory shows there’s still room to shake things up.

Her view is that UK players are actively looking for change, but they are discerning. “Something new, fresh, and exciting” will only stick if the operator builds it around what the audience actually wants.

Building momentum through listening

Rather than pointing to a single breakthrough, Pinho believes growth can be built on cumulative impact. In practical terms, this means campaigns, partnerships, and activations that work together.

“We always had the vision and the creativity we wanted, but now we have the substance behind it. We’ve had the opportunity to execute properly, and it’s only grown from there.”

Pinho credits their snooker sponsorship as a breakthrough moment in building visibility:

“Our snooker campaign really put us on the map. We came out of nowhere but made sure we made an impact,” she says, noting that many players still cite it as their first touchpoint.

Launched during the World Snooker Championship, the campaign paired event visibility with targeted online offers and branded content, introducing the casino vertical to a fresh audience already engaged in sports betting.

What Pinho believes sets their campaigns apart is a focus on research and player feedback, rather than relying solely on creative instinct. She also credits a willingness to explore sponsorships and activations beyond the obvious, even when outcomes aren’t guaranteed. Pinho says the team is testing non-traditional sponsorships and acknowledges that they are learning exercises, with each trial expected to contribute to growth.

Retention is the real win

In her view, growth comes from keeping your ears open. “Players will always tell you what’s missing,” she notes. “Sometimes a feature, sometimes a favourite game.” The trick, she says, is to act before they wander off elsewhere.

Fast growth creates churn risk. Pinho’s strategy is to invest as much energy in retention as in acquisition.

“We track a lot, first week, first 30 days, and we send questionnaires to find out why players stay.” Pinho describes a service-led approach to retention: treat players respectfully from first contact and keep the focus on entertainment rather than transactions

The strategy centres on monitoring player engagement. Drawing on sportsbook experience, her team works to make the casino feel as dynamic as live betting.

“Sportsbook is always dynamic and real-time. A casino can be seen as stagnant, only adding games now and then. We work to keep it fresh, so players who use both see updates across the board.”

For Pinho, these insights shape how they keep the casino feeling as alive as the sportsbook. Keeping a casino product fresh, Pinho explains, means constant movement such as daily game releases, frequent interface tweaks, and a cycle of monthly updates that players can actually notice. This ability to keep the product dynamic, combined with planning ahead for seasonal peaks, helps prevent burnout.

“We’ve been preparing for the Premier League season for months, even a year. From customer service to product rollout, we make sure we’re ready. That planning is key to handling growth without burnout.” For Pinho, this is also part of what sustainable UK casino growth looks like. That same forward-thinking mindset applies when the goalposts shift. And in the UK, they often do.

Regulation and resilience

The UK market’s constant regulatory changes can be frustrating for operators, but Pinho views them as an inherent part of the environment.

“Regulation changes will never go away. I’ve been in the industry for nearly 10 years, and we’ve adapted every time. Players adapt, too. Look at stake limits. At first, there’s panic, then it becomes the norm.”

According to Pinho, a cross-sell restriction is due later this year that will redefine how operators market between verticals. The UK Gambling Commission (UKGC) has spelt it out — you can’t blur the lines anymore. Marketing must be product-specific, and unless a player ticks the box, there will be no cross-sell. In reality, that means no more casino ads dropped into sportsbook journeys, or the other way round, through banners, pop-ups, or inbox nudges. Instead, each vertical’s marketing will have to stand on its own, making brand familiarity and product quality even more important.

“We’re well aware of the cross-sell restriction coming in. If we need to segregate marketing, that’s fine. At the end of the day, it’s still one product; players will find the other within that.”

Recent UKGC operator data suggests online Gross Gambling Yield (GGY) remained broadly stable year on year in Q1 2025, despite new online slots stake limits taking effect in April and May 2025. This is a sign that, as Pinho argues, UK casino growth can withstand regulatory change when the player experience is strong.

“With the right user experience, they stay, even as the rules change.”

She also challenges the idea that casino is purely revenue-driven.

“There’s a misconception that casino only thinks about money. We focus on trust, respect, and player protection. Even those at risk. That’s the only way to build a sustainable brand.”

When the lucky streak ends

Not every trend wins her over personally. Pinho laughs when asked about game genres she doesn’t understand.

“Fishing games. They work, but I don’t get it. Players love them, but they’re not for me.”

This is another example of letting player data lead the way. As for the next big opportunity, she believes that multiplayer or interactive casinos, which have long been a buzzword, have yet to be cracked.

“I think there’s still an opportunity there, especially as we go more mobile-first and players want that sense of togetherness.”

The most overlooked part of her role? The complexity behind what appears simple.

“People think casino is just signing deals and adding games. There’s a huge strategy behind it, balancing player needs, business goals, and dozens of moving parts. It’s not as simple as it looks.”

For her, the real story of UK casino growth is that luck can only take you so far. Listening builds the base, and acting on what you hear turns short-term wins into sustained momentum. She acknowledges the appetite for numbers but says meaningful metrics come later in the growth cycle.

 “Right now, it’s about laying the groundwork,” she says. “The results will follow.”